跳至主要内容

《Becoming Steve Jobs》Chapter 6 Bill Gates Pays a Visit

 

  • Steve had only recently purchased the house. Neither he nor Laurene was interested in raising a family in a rambling, crumbling mansion isolated in the hills of Woodside. They wanted their children to grow up in a more central location, and Old Palo Alto, as the neighborhood was known, was quiet, shady, and within walking distance of schools and downtown. Also, Steve’s first child, Lisa—now a teenager—lived nearby with her mother.
    给小孩子的家,是更加市中心,更加有社区人气的地方

  • This was the first of many visits I would make over the next ten years, and Steve made a point of having me, the photographer George Lange, and his assistant come to this kitchen door, which was indeed standing wide open on this warm day. The guest of honor apparently didn’t get the word to use this entrance, or else he simply forgot. He arrived about fifteen minutes after the appointed time, and used the big knocker on the front door to let us know he had arrived. Steve and I went to greet him, and Bill Gates waved to the driver of his black limo to leave. We all shook hands and went inside.

  • The house was a fraction of the size of the Jackling Mansion in Woodside, and just as sparsely furnished, at least at that point. The living room had a half dozen or so framed prints by Ansel Adams leaning against the walls, yet to be hung.
    原来乔布斯当年还喜欢Ansel Adams,赶紧看看,是何号人物

  • I had arranged the meeting as the key element of a package of cover stories in Fortune to commemorate the tenth anniversary of IBM’s shipment of its first PC, and to contemplate the future of the young industry. It had been relatively easy to get Bill to buy in to the idea of the interview. Indeed, he was willing to interrupt a beach vacation with his friend Ann Winblad, a fellow coder from Minnesota, who was now a venture capitalist. Like Bill, she too enjoyed taking a stack of thick books along so they could read and discuss them. Bill had begun dating Melinda French, his future wife, several years before, but even after their romance blossomed, he let her know that he planned to continue to take his “think week” vacations with Winblad.
    也很难理解Gate的行为

  • Steve, on the other hand, had played hard to get. Unlike Gates, he insisted on setting certain parameters for the get-together, primarily that it occur on his turf. Bill would have to come to his house in Palo Alto, and only on this particular Sunday. The interview violated what had become Steve’s basic criteria for publicity—he would only put himself out for stories that promoted his company’s products. If I was going to get this kind of exclusive, unfettered access on an occasion where he had nothing to sell, it was damn well going to be on his terms.

  • Fortune was right to recognize them as cofounders of the PC revolution, but in 1991 it would have been a stretch to predict that these same two men would shape the industry for yet another two decades. But that’s how it turned out: for thirty-five years, from the creation of the Apple II until Steve’s death in 2011, their differing philosophies helped determine the design and purpose and marketing of everything from smartphones and iPods, to the cheapest laptops and desktop machines, to the massive mainframe computers that drove the productivity of Fortune 500 companies.

  • Quite simply, Steve’s career had been spiraling downward, while Bill’s was soaring to unseen levels. One simple proof of Bill’s rising power: For this interview reviewing the decade since the shipment of the first IBM PC, Fortune hadn’t even considered inviting someone from IBM. That’s because Gates had neutered Big Blue even before the company manufactured its first personal computer, when he convinced them to license his operating system, MS-DOS, without an exclusivity clause. That brilliant gambit meant that by 1991 it was Gates, not IBM, who held the keys to the industry’s future.

  • Bill’s end run around IBM hinged on the fact that he had understood something IBM had not: that the software IBM was looking for—that is, an operating system—held the potential to be a cornerstone of the entire computer industry. An operating system manages the flow of data within a computer, and gives programmers access to its hardwired information-processing capabilities. It is the crucial intermediary between the programmer who has a task he wants to accomplish and the semiconductor chips and circuitry that can make that happen. What Bill realized, and no one else saw, was that a standardized operating system could ultimately have enormous benefit for the industry, and therefore enormous strategic potential for its steward.
    操作系统,是计算工业的明珠
    那么AI时代的明珠,在哪里?

  • Gates, on the other hand, readily licensed his operating system to other manufacturers, who promptly started beating IBM at its own game. The new entrants, like Compaq and Dell and Gateway, were lean and aggressive companies that could take the two standard pieces of the IBM PC—Microsoft’s MS-DOS and Intel’s microprocessor chips—and produce clones that were faster, more innovative machines than those coming out of hidebound Big Blue. It was Compaq, for example, not IBM, that introduced the whole concept of a portable PC, opening up an important new slice of the market. Gates encouraged the clone manufacturers, licensing MS-DOS to them under the same terms he gave IBM.
    下游电脑制造商,都在给微软打工
    内置微软操作系统后,微软在商业、企业里的地位,更加稳固了,毕竟谁能比操作系统制造商自己更熟悉自己平台呢

  • By 1991, Bill Gates’s operating systems were on 90 percent of all the PCs in the world. And the company that owned the other 10 percent? Well, that was Apple, which was becoming less relevant, less innovative, and less important year after year.
    坐等乔帮主逆袭

  • In 1990, Gates had bundled all his productivity applications into a package called Microsoft Office.
    原来捆绑销售,是在90年代发生的

  • Back then, Jobs was the rich face of the computer industry, his stake in the company he founded worth $256 million immediately after its IPO. When Microsoft went public in March 1986, Gates’s 45 percent in equity was worth $350 million. By the time of our interview, he had become the world’s youngest billionaire. Steve’s bank account, meanwhile, had plummeted while he scoured around unsuccessfully for another great new product.
    在追求伟大产品的路上,让自己变成了穷光蛋

  • Gates was trying to execute a plan to make Windows ubiquitous, running on anything that could compute, and he lived in constant paranoia of leaving weak spots that would allow a competitor to pierce the shell he’d built around the industry.
    确实,从内部邮件里,也能看出来,Gates非常在意竞争,非常关注新技术可能带来的颠覆

  • Bill, with some justification, always thought he was the smartest guy in the room. He was willing to explain his rationale for a decision once, but pity those who needed a second recitation

  • Steve cast Bill as a philistine with zero aesthetic sense and little originality. It was a view he’d hold throughout his life. Bill, he told me repeatedly, knew no other solution than throwing money and people at a problem, which was why Microsoft’s software was so convoluted and mediocre. (Steve conveniently ignored his own spendthrift ways at NeXT.) Bill bluntly painted Steve as a loser who had fallen from importance because of his own stupid decisions. He was relentless about NeXT’s insignificance. Later in the 1990s, when Jobs supported the Department of Justice’s effort to rein in the Microsoft monopoly, Gates repeatedly threw Steve in with the vast set of “losers” who “whined” about what he saw as his company’s deserved success.
    零美感毫无品味,哈哈哈,真是

  • But that Sunday in July they behaved themselves, with little friction and no open acknowledgment of the obvious disparity in their wealth and power. Steve was too proud to concede Bill’s preeminence. Bill was too well-behaved to gloat over Steve’s current woes. They accorded one another a certain level of respect. They understood each other’s strengths. With nothing at stake and the country’s leading business magazine there to pat them on the back, none of the negative sentiments flared.

  • After Bill attacked John Sculley for wanting to license Apple’s operating system so other manufacturers could create Apple clones, Steve got a shot in at both Sculley and Gates. “I’m not interested in building a PC,” Steve said, criticizing the standardization that Bill had promulgated. “Tens of millions of people needlessly use a computer that is far less good than it should be.”
    对微软的平庸感受到愤怒

  • Bill was the steadier and more consistent of the two. His vision of the history of the industry was as assured as his sense of where it would go. “I wrote down in 1975, when I started the company,” he explained, casting his extraordinary foresight as nothing more than a simple vocalization of what should have been obvious to everyone, “that there were two focuses of technology in terms of building computers. One was chips, the other was software.” He went on to add, “My approach to the PC market has been the same from the beginning. The goals of Microsoft to create the standards for that machine have been the same from day one.” He didn’t apologize for any aspect of Microsoft’s success. He wouldn’t outright acknowledge its near monopoly, but he argued forcefully that standardization around his operating system and Intel’s chips benefited everyone. “Now the latest chip technology passes through to the consumer so fast and so efficiently,” he said. “When Intel comes up with a new microprocessor chip, a few weeks later two hundred PC companies have come up with a machine, and you can drive out to the computer warehouse and buy a machine. It’s the same if you take software. Because the volumes are so immense, incredible software that’s ten times as good as anything that was out even five years ago is available for essentially the same price. Even in strange categories you can choose from so much software.”
    非常深刻的理解,还是在1975年哦
    AI时代,谁能把握这样的理解,谁就能统治下几个Decades
    PC时代,盖茨认为的核心技术是2个:1)芯片;2)软件/操作系统
    他认为芯片与操作系统的统一/标准化,能增大出货量的同时,降低人均成本,有利于更多人用上技术,在某些程度上,我承认他是对的

  • Given his uncertain position at the time, it wasn’t surprising that Steve was the more volatile participant. He was willing to admit a few mistakes, even allowing that Bill was correct in saying that Apple should have taken the IBM PC more seriously. Then he took that thought further. “The singular event that defined Apple’s place in the industry in the 1980s was actually not the Macintosh,” he announced. “That was a positive event. The negative event that defined Apple’s place was the Apple III. It was the first example I’d seen in my career of a product taking on a life of its own and developing way beyond what was necessary to satisfy customer demand. The project took eighteen months more than we’d planned and was overdesigned and cost a little too much. It’s interesting to speculate what would’ve happened if the Apple III had come out right, as a lean, mean upgrade to the Apple II that offered incremental features that made it more suitable for business. [Instead,] Apple left a real hole.” Later, he made clear that much of the blame could be laid at his feet: “One of the reasons that the Apple III had problems was that I grabbed some of the best people from that project to do research on how to turn what I saw at Xerox [PARC] into reality.”
    好难得的反省,深深学习!用作者的话说就是It was a fascinating admission.
    这篇报道的对话原文,值得好好学习下

  • It was a fascinating admission. Steve was never much for looking back at his own mistakes, and yet during this very public conversation with a friend whom everyone but Jobs now acknowledged as the leader of the computer industry, he was downright contrite. Later in the conversation, he even pulled out a story he’d ripped from the pages of Newsweek to make sure that Bill wasn’t offended by the author’s claim that Steve was no longer his friend. “I tore this out and I was going to call you before I knew we were getting together,” he said, brandishing the page like a trial attorney. “This is not true at all, and I have no idea where they got that.”

  • Bill wasn’t obsessed with the revolutionary. He knew that there was a place for breakthrough technologies, and that the nature of the tech business—indeed, human nature itself—guaranteed that such milestones would arise. But over the course of the interview he made clear that what was closer to his heart was the pain that such disruptions caused the corporate customers of his software. “All I want is a car that will run on the current streets,” he explained. “I’m on this evolutionary path.” The huge investments corporate America had started to make in personal computers and in the critical applications it used to run operations “make for some very unusual dynamics,” he said. “In an Egghead Software store five years from now you’re not going to find business software for six different types of desktop computers. Personally, I would be stunned if you would find software for more than one overwhelmingly successful type of computer, and maybe a couple of others. More than three would be shocking.”
    乔布斯对盖茨的判断,真是非常准确,他本质就是个商人
    但盖茨描述的也非常对,没有一个软件开发商,能有精力同时维护三五个平台,在Mobile端,我们能看到,大部分的软件从业者,也仅仅只能维护Android与iOS两端而已,WindowsPhone毫无生存空间

  • When Steve had left Apple in 1985, the primary competition in the computer hardware business had been framed as a battle to design the best machine; whoever did that, it was assumed, would win the most customers. But six years later that wasn’t the game at all, a fact that Steve was only slowly coming to understand, in light of his difficulties with the NeXT computer. The game was now all about serving corporate customers with their millions of machines. Those companies were increasingly reliant on their PCs, which ran custom-built applications that helped them execute complicated, data-intensive operations. They needed these applications to work with every new unit. The cost of re-creating their data to fit, say, a NeXT computer that didn’t work with the Windows operating system would have been exorbitant, not just in the financial cost of reprogramming but in the opportunity cost lost to all the time required by a retrofit. It wasn’t the bells and whistles that excited these customers; in fact, they found bells and whistles kind of scary. Nope, what they needed was more power, more speed, and above all else, reliability.
    非常有insight

  • Very few people writing about this new industry in the mainstream press truly understood how personal computers had already begun to revert to institutional machines. This was mainly because it was easier for most journalists of the early 1990s to envision and get personally excited about the potential of educational software, or of managing their personal finances, or organizing their recipes in the “digital” kitchen, or imagining how amateur architects could design funky homes right on their home computers. Who wouldn’t be excited about more power in the hands of people, the computer as an extension of the brain, a “bicycle for the mind,” as Steve put it? This was the story of computing that got all the ink, and it was a story no one unfurled as well as Steve.
    那么现在的AI转化,空间计算,会从哪一头开始呢?
    我会认为,可能还是工业界开始,并不是个人消费领域

  • Bill Gates wasn’t swayed by that romance. He saw it as a naïve fantasy that missed the point of the much more sophisticated things PCs could do for people in the enterprise. A consumer market can be an enormously profitable one—put simply, there are so many more people than businesses that if you sell them the right product you can mint money. But the personal computers of that time still didn’t have enough power at a low enough price to excite the vast majority of consumers, or to change their lives in any meaningful way. The business market, however, was a different beast. The potential volume of sales represented by all those corporate desktops, in all those thousands of companies big and small, became the target of Bill Gates’s strategic brilliance and focus. Those companies paid good prices for the reliability and consistency that Windows PCs could deliver. They welcomed incremental improvement, and Bill knew how to give it to them. Steve paid lip service to it, but his heart wasn’t in it. He thrilled only to the concept of how a dramatically better computer could unlock even more potential for its user.
    非常精彩的市场/战略分析
    消费电子成功的关键,在于出货量,手机行业为1000万台,而让这么多消费者愿意掏钱的,一定是相对低价

  • This fundamental difference between the two coparents of the PC was made utterly clear by the interview. What wasn’t made clear, and what Bill didn’t even come close to revealing, was how his deep understanding of the computing needs of businesses would transform the computer business itself over the next several years, further sidelining anyone who, like Steve, chose to focus on the aesthetics and thrills of personal computers. Even though nobody recognized it at the time, Bill was about to take the personal right out of personal computing. Ironically, in so doing, he would leave an opening for Steve to fill—eventually.
    电脑不应该只是生产力工具,在企业里提高生产力
    它也可以是创意型工具

  • Microsoft did have a key partner in Intel, whose chips powered almost every machine running the Windows operating system. But the combination of Windows and a growing suite of office productivity applications gave Microsoft an entree to corporations that Intel could never match. While the steadily increasing power and speed of Intel’s chips set a rhythm of inexorable advancements for technology, Windows and Microsoft’s other software shaped the look and feel of corporate computing. By attending to every need of both the Fortune 500 and small businesses, Bill Gates was becoming technology’s king. Intel CEO Andy Grove was, somewhat to his dismay, relegated to the avuncular role of the “elder statesman.”
    虽然Intel没啥影响力,但Intel如果不思进取,还是会拖慢Windows的性能更进
    所以行业还是持续需要Apple这样的创新者,充当鲶鱼

  • Together, Gates and Grove had exploited something that Steve had ignored. Looking over the horizon, they could see that the architecture of PCs would improve so much in performance as to subsume almost every aspect of computing. In the past, high-end business machines were based on proprietary designs that didn’t benefit from the economies of scale of standardized parts. Gates and Grove knew that eventually—and it wasn’t going to take very long at all—the expensive, customized guts of engineering workstations would become juiced-up PC circuit boards, and that the same evolution would ultimately subsume business minicomputers, mainframes, and even supercomputers, those rare and superexpensive machines used for everything from modeling weather patterns to controlling nuclear devices. (For example, IBM’s Watson, the machine that in 2011 beat Jeopardy! phenomenon Ken Jennings, is one such computer based on a PC-like architecture.) As a result, pretty much every computer that companies relied on to manage their most critical operations would adopt the internal electronic architecture of a PC writ large. All were much, much cheaper and easier to program and operate than unwieldy mainframes, because they were built out of the very same semiconductor components as PCs, and usually used a variation of the Windows operating system software. Thus they benefited from the ever-improving economics of scale afforded by the combination of Moore’s law and by the breathtaking growth of the PC market itself.
    强大的规模效应
    手机时代,我们也看到了这样的故事,ARM芯片的普及,让ARM架构有机会向上挤占PC的空间,挤占Intel

  • Throughout the 1990s, Microsoft would become the unchallenged steward of corporate computing. And corporations would welcome its standardization. In a headlong rush to improve productivity through technology, they spent trillions of dollars. In 1991, the $124 billion of corporate spending on information technology accounted for just 2 percent of the gross domestic product. By 2000, that percentage had more than doubled to 4.6 percent. The leading beneficiary of all that was Microsoft; over that same period, its revenues rose from $1.8 billion to $23 billion, its profits rose from $463 million to $9.4 billion, and its stock price appreciated 3,000 percent.
    美国企业的信息化投入,居然能占到GDP的5%,好可怕,震惊
    那对于中国来说,这里还有着非常大的机会啊!!!
    但中国基本是国企、央企,很难规模化、标准化,估计都是内耗,可能一大批份额会给三大运营商、阿里云

  • By the late 1990s, it was almost as if the Orwellian scenario of the Mac’s “1984” commercial had come true. Big Business, with a pair of capital B’s, ruled computing. The drones used what they were told. The personal had been stripped out of personal computing. Year after year after year, Microsoft’s domination increased with one inevitable and inexorable and dull step after another. It seemed that Windows might rule forever. The rise of Bill Gates was as dull as the computing he enabled. At least that’s how Steve felt about the work of his far more successful rival.
    正是因为行业如此沉闷,APPLE的新产品,才令人如此兴奋

  • All this standardization left an opening, of course. An opening for someone who preferred creating machines that delighted real people, rather than primarily serve the needs of business. An opening for someone just like Steve Jobs. At the time of our interview, Steve was still a confused fellow. His lingering resentment of the way he had been treated by Sculley and the Apple board, his frustration about the misfortunes and secondary importance of NeXT, and his egotistical need to matter in an industry whose direction was being dictated by someone else made it impossible for him then to see a way out of his dilemma. For the next few years, he would press ahead with his goal of making winners of NeXT and Pixar. But eventually he would sense his way to the opening that Gates had left behind—the opening for a company that could once again make insanely great computing machines for you and me. And when he found that opening, and made the most of it, he was rewarded with a kind of adulation that Gates would never come close to receiving.

Popular posts from 产品随想的博客

产品随想 | 周刊 第127期:晨光只开一刻钟,但比千年松,并无甚不同

Cherry Studio   https://github.com/CherryHQ/cherry-studio Cherry Studio is a desktop client that supports for multiple LLM providers. Support deepseek-r1 Aalto Repository beta   https://repo.aalto.fi/ Images, sounds and videos from Aalto University 这个系列,价值极高 Nokia Design Archive   https://nokiadesignarchive.aalto.fi/ 芬兰这个国家很了不起 对话影石刘靖康:两代未出现划时代的产品,就会沦为平庸的品牌   https://www.geekpark.net/news/308996 还挺喜欢这个创始人的,有一种海盗的内涵 从哈佛、明星创业者到酷家乐副总裁,苏奇的传奇   https://app.modaiyun.com/mdy/article/3FO4K4W0M259 WHO关于猫狗咬伤、抓伤的处理建议 动物咬伤: https://www.who.int/zh/news-room/fact-sheets/detail/animal-bites 狂犬病: https://www.who.int/zh/news-room/fact-sheets/detail/rabies 关于狂犬病的10个事实: https://www.who.int/zh/news-room/facts-in-pictures/detail/rabies INDIGO 新年直播(2025)   https://www.youtube.com/live/ZIgPvSDGAfY 对2024年AI发展的回顾部分特别好 Artab   https://github.com/get-artab/artab Get Inspired by the World's Greatest Artworks Every Time You Open a New Tab. Extension Available for Chrome, Edge, and...

MongoDB学习笔记

这是我阅读《MongoDB权威指南》的学习笔记,前七章侧重在开发者角度谈MongoDB,后面才是运维管理者角度 一. 理论部分 入门 文档:多个键及其关联的值有序地放置在一起便是文档 集合:一组文档 虽然子集合没有特别的地方,但还是很有用,很多MongoDB工具中都包含子集合 GridFS是一种存储大文件的协议,使用子集合来存储文件的元数据,这样就与内容块分开了 MongoDB的Web控制台通过子集合的方式将数据组织在DBTOP部分 绝大多数驱动程序都提供语法糖,为访问指定集合的子集合提供方便。例如:在数据库shell里面,db.blog代表blog集合,db.blog.posts代表blog.posts集合 在MongoDB中使用子集合来组织数据是很好的方法,在此强烈推荐 数据类型 JSON表现力也有限制,因为只有null,布尔,数字,字符串,数组和对象几种类型, MongoDB保留JSON键值对基础上,增添了其他一些数据类型 使用GridFS存储文件有如下原因: 会直接利用业已建立的复制或分片机制,所以对于文件存储来说故障恢复和扩展都很容易 可以避免用户上传内容的文件系统出现的某些问题 不产生磁盘碎片,因为MongoDB分配数据文件空间以2GB为一块 开发者角度到此为止,下一篇是运维角度的学习

产品爱好者周刊 第26期:PRISM, XKeyscore, Trust No One

  Products Gitea - Git with a cup of tea   https://gitea.io/en-us/ A painless self-hosted Git service. 自建Git服务,避免GitHub隐私侵犯 https://github.com/objective-see/LuLu LuLu is the free macOS firewall 监视Mac的出站流量,且阻断 OverSight   https://github.com/objective-see/OverSight OverSight monitors a mac's mic and webcam, alerting the user when the internal mic is activated, or whenever a process accesses the webcam. 监视是否有应用调用Mac的麦克风、摄像头 Mozilla Hubs   https://github.com/mozilla/hubs The client-side code for Mozilla Hubs, an online 3D collaboration platform that works for desktop, mobile, and VR platforms. 开源的多人虚拟空间,Mozilla打造,企业级VR诉求 数字移民   https://shuziyimin.org 关于内容源、工具的推荐,适合刚接入国际的新人 SimpleLogin   https://simplelogin.io/ 匿名邮箱工具,转发用,Michael Bazzell推荐 Telegram 群组、频道、机器人 - 汇总分享   https://congcong0806.github.io/2018/04/24/Telegram/#机器人-bot https://archive.ph/iJMBj 献给那些将来到Telegram的朋友 Design Patrick Wardle   https://www.instagram.com/patrickwardle/?hl=en 他的IG,摄影也精彩,审美...

无处不在的监控: Hacking Team:WP8 监控代码分析

原文来自乌云,备份 地址 0x00 背景 最近Hacking Team被黑客入侵,近400GB的资料泄漏,在安全界炒的沸沸扬扬.其中泄漏的资料包括:源代码,0day,资料入侵项目相关信息,相关的账户密码,数据及音像资料,办公文档,邮件及图片。 Hacking Team在意大利米兰注册了一家软件公司,主要销售入侵及监视功能的软件。其远程控制系统可以监测互联网用户的通讯,解密用户的加密,文件及电子邮件,记录各种通信信息,也可以远程激活用户的麦克风及摄像头。其产品在几十个国家使用 在源代码中有各个操作系统平台的远程控制软件源码, RCS(Remote Control System) 。经过我们的分析,发现其监控内容不可谓不详尽。 Android,blackberry,ios,windows,window phone,symbian 均有与之对应的监控代码。 在源码中,rcs为前缀的源码文件是其远控功能,包括代理 控制 监控数据库 隐藏ip 等,而针对特定平台架构的是以core前缀命名。其中和相关window phone监控代码在 core-winphone-master.zip 文件中。其主要用于实时手机系统的系统状态信息如(电池状态,设备信息,GPS地址位置),联系人,短信记录,日历日程安排,照片;同时还能录音,截取手机屏幕,开启摄像头,话筒等功能,由此可见监控信息的详细程度令人害怕。 0x01 WP8监控源码分析 core-winphone-master\MornellaWp8\MornellaWp8 下是其主要核心代码,主要文件如下: 通过观察源码流程图可以看出,整个监控项目源码的逻辑还是比较复杂的,但是深入之后,发现其还是设计的比较巧妙 0x01-1 程序框架分析 1.项目主要分为3大块 Modules,Events,Actions ,主要的功能Modules核心监控代码在此处,Event等待监控事件的到来并调用对应的监控模块,Action主要负责一些行为的启动和停止 程序启动流程如下: main->mornellaStart->BTC_Init->CoreProc->Core->Task setLoadLibraryExW 分支主要负责加载一些API函数的地址,...

产品随想 | 周刊 第126期:Think of your life as a rainbow arcing across the horizon of this world

FolderPaint   https://github.com/MichaelTr7/FolderPaint Folder colour changing application for macOS. 乔布斯说:“对于我和苹果公司的许多人来说,索尼的盛田昭夫是最大的灵感来源之一。我希望我们今天的所想所为能让他会心一笑。” 乔布斯甚至从索尼挖走了一位顶级设计师。哈特穆特·艾斯林格被苹果挖走前,已在 100 多种索尼产品的创造中发挥了重要作用。 供职于索尼时,艾斯林格所在的设计工作室与管理办公室和工厂车间享有同等地位。他说,这样有助于促进公司生产和设计团队之间在一定程度上达成团结,这正是乔布斯试图重建的团结。 艾斯林格指出:“乔布斯有能力洞察事物的好坏,却不知道如何实现以及如何通过组织去构建。因此,我们向苹果提出的第一个建议是,赋予设计师一定的话语权。” 斯卡利表示,乔布斯和盛田之间的深厚友谊和相互敬重可以归结为对于设计的共同热忱。 “他们以非常积极的方式产生了共鸣”,斯卡利说,“两位来自不同文化背景的创始人共聚一堂,这是非常难能可贵的。他们讨论设计原则,却从不谈及商业模式。” “Think of your life as a rainbow arcing across the horizon of this world. You appear, have a chance to blaze in the sky, then you disappear.” City Lights Bookstore   https://en.wikipedia.org/wiki/City_Lights_Bookstore?useskin=vector 旧金山的城市之光独立书店 Vesuvio Cafe   https://en.wikipedia.org/wiki/Vesuvio_Cafe?useskin=vector 好奇怪,这家Cafe居然没有太多的介绍 “One of the things that I was fortunate of was to see and understand the context of San Francisco through the eyes of Steve Jobs,” Mr. Ive said. “He kn...

产品随想 | 张鸣论中国传统政治

原始文章目录 张鸣:皇权不确定性下的统治术——传统中国官场机会主义溯源   https://www.aisixiang.com/data/68897.html 张鸣:从科举制到市场经济转型——官本位的源流及滥觞   https://www.aisixiang.com/data/59273.html 张鸣:权力边界何在,实话空间几许?——论中国政治传统中的权力与真理关系   https://www.aisixiang.com/data/67054.html Insight: 中国自秦汉以来一直是官僚化的帝制结构,虽然皇帝最终要凭借官僚这个中介才能统治国家,但官员的权力来源和合法性依据都是皇权。官僚机器只是帝制的“车轮”。所以,皇帝要怎么样,官员只要迎合,就能获利。只有在皇帝明显违反常识道理、造成重大灾祸之时,官员才可能凭借儒家伦理对皇帝提出批评。理性选择的结果使得官员更多地趋向于顺从皇帝。 ——符合历史以来的感知 中国尽管有两千多年官僚制的传统,但守规矩、遵法制、走程序的现代理性官僚制度却一直都没有建立起来。考试取官的确是理性官僚制的一个重要因素,但中国古代官僚制只是万里长征走完了第一步,然后就再也不走了。隋唐科举制建立的初衷也并非建设官僚体系,而是防止贵族垄断官职,强化君权。科举制度越来越严密,选拔出来的人才也愈发精英化。但是,官僚的行为却没有程式化和规法化。官员的个人行为偏好往往直接影响一地的发展。 ——如何再往前走一步,可以看看新加坡 官员的行为模式往往以皇帝的喜好为风向标。一般来说,皇帝喜欢什么,一个朝代就兴什么。汉初皇帝喜欢黄老,臣子们就清静无为;东汉皇帝喜欢儒生,则臣子们多为经学家;唐初皇帝喜人上书言事,则多诤谏之徒;到晚唐,皇帝喜欢佛教了,则多礼佛之士;清代嘉庆之后,皇帝提倡节俭,带头穿补丁衣服,则满朝文武衣服上都打了补丁,有的补丁比衣服本身还贵。 ——Interesting 皇帝行为的不确定性,势必导致官员行为无法程序化、规范化,而皇帝行为的不确定往往是由统治术决定的,属刻意为之。多数王朝都外儒内法,崇尚权术,甚至迷信权术。秦始皇和丞相李斯之间,有过一个小故事。李斯随从车马过盛,很是招摇,皇帝看了不高兴。随行的宦官就把这事告诉了李斯,李斯于是轻车简从,低调起来。秦始皇马上知道身边有人泄密,又审不出来,于是把当时在身边的人都杀...

产品随想 | 周刊 第106期:Architecture cannot save the world, but it may serve as a good example

“He who lives to see two or three generations is like a man who sits some time in the conjurer’s booth at a fair and witnesses the performance twice or thrice in succession. The tricks were meant to be seen only once; and when they are no longer a novelty and cease to deceive, their effect is gone.” — Arthur Schopenhauer 近 30 年戴镜史,分享我的配镜方法和粗浅经验   https://sspai.com/post/79573 Leslie Berlin   https://leslieberlinauthor.com/ 硅谷历史学家,对硅谷发展做出表述 曾撰写诺伊斯的传记,也是乔布斯Make Something Wonderful的编辑之一 Pre to postmortem: the inside story of the death of Palm and webOS   https://www.theverge.com/2012/6/5/3062611/palm-webos-hp-inside-story-pre-postmortem Palm的荣光 Loren Pope, former education editor for The New York Times, writes about Reed in Colleges That Change Lives, saying, "If you're a genuine intellectual, love the life of the mind, and want to learn for the sake of learning, the place most likely to empower you is not Harvard, Yale, Princeton, Chicago, or Stanford. It is the most intelle...

ifconfig参数备忘

       主要指标说明: eth0/lo:网络接口名 Link encap:网络类型

产品随想 | 读《中国是部金融史》:第三章至第五章

  第三章 犯我货币者,虽强必诛(汉高祖一汉武帝) 刘邦大概没有想到,他的土地政策奠定了此后两千年的社会结构:皇帝是社会最高层,具有至高无上的权力;皇帝之下是三公九即等封建官僚,拿皇帝的钱,逐级管理小农;最底层是万千小农,他们对帝国纳税,用自己的血汗钱养活帝王与封建官僚。此后,中国封建社会结构始终没有摆脱“皇权一封建官僚一小农”这个三位一体的窠臼。 既然消灭了异姓王,正常思维应该是仿效秦始皇强化郡县制,但是这位平民皇帝选择了…条谁也想不到的道路,他分封自己的兄弟子侄为王,并与诸王约定,此后非我子孙称王,天下人都可以杀了他(非刘氏而王者,天下共击之)。刘邦亲眼目睹了秦帝困的分崩离析,危急时刻无人愿意支撑起破败的帝国。华竟,官僚靠薪水吃饭, 就算贪污的本事很大,也没有理由维护别人的一姓天下。 如果没有血浓于水的同姓诸侯王,汉帝国将来同样无法应对真正的危机。事实证明,分封刘氏诸王是对的,如果没有刘邦留下来的同姓诸侯,恐怕汉朝早就得跟着皇后吕雉姓“吕”了。 人们习惯于将刘邦的皇后吕雉称呼为“吕后〞,这是中国古代历史上第一位临朝称制的太后,另外两位要等到盛唐和晚清才能在本书中出镜,三位女强人都是中国货币史上浓墨重彩的人物。 然而,从吕雉开始,仅仅不到一个世纪, 破败的汉帝国就一跃变为当时世界上最强盛的国家,直接把打遍天下无敌手的匈奴骑兵赶到了西欧,让罗马帝国受尽了欺凌。吕后末年,西汉单个农业劳动力的原粮产量已经突破了三干四百斤,这不但是西欧一干五百年后的劳动生产率,也远高于1973年中四的劳动生产率(二千二百四十斤)。应该说,中西文明争霸就是从汉帝国驱赶匈奴开始的,在第一轮交锋中,西欧完败。 ──原来西汉能超过1978年,厉害 吕雉坚决执行了一项前无古人(后有来者)的税收政策—“十五而税一”,换算一下,吕雉时代庶人个人收入所得税税率为 6.6%,而且,没有累进税率。 《二年律令》彻底改变了中国历史的发展轨迹,秦人以军功授田,刘邦以服兵役为代价授田,只有到了吕雉才真正实现了全困范用的“均田“。这是中国历史上第一次以法律形式明确了土地私有制度,每一个最普通的庶人都获得了土地,整个社会实现了孟子的“百亩之田、五亩之宅”理想。这是无数先贤追求的大同世界梦想一“耕者有其田”,请注意,我没有说这是“耕者有其田"的雏形,而是实实在在的“耕者有其田"。 ──对汉朝,充满敬...

常用建筑素材站点

高大上的建筑竞赛效果图中的素材是如何收集的回答,感谢知乎 Vincent Ku 以下是之前搜寻过的素材网站,应该这些够用了 http:// skalgubbar.se/ http:// skalgubbrasil.tumblr.com / http://www. immediateentourage.com/ http://www. gobotree.com/ http://www. mrcutout.com/ http://www. cutoutlife.com/ http://www. nonscandinavia.com/ http://www. escalalatina.com/ http://www. mayang.com/textures/ind ex.htm http://www. textures.com/ ===== 感谢知友 @SJTUboy 补充 http:// maps.stamen.com/# watercolor/12/37.7706/-122.3782 http:// maps.stamen.com/m2i/# toner-background/2000:2000/10/31.1674/121.6063 作者:Vincent Ku 链接:https://www.zhihu.com/question/31584353/answer/73642305 来源:知乎 著作权归作者所有。商业转载请联系作者获得授权,非商业转载请注明出处。